The Impact of Work-Life Balance on Employee Performance

THE IMPACT OF WORK-LIFE BALANCE ON EMPLOYEE PERFORMANCE
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Table of Contents
1.0 Introduction...........................................................................................................................................3
2.0 Discussion.............................................................................................................................................4
2.1 Article 1: From flexibility human resource management to employee engagement and perceived
job performance across the lifespan: A multisample study......................................................................4
2.2 Article 2: Work-Family Conflict in Sri Lanka: Negotiations of Exchange Relationships in
Family and at Work.................................................................................................................................5
2.3 Article 3. Combining Motherhood and Employment in Sri Lanka: Preferences, Structures and
Moral Rationalities..................................................................................................................................6
2.4 Article 4. The Relationship between Work-Life Balance and Employee Performance: With
Reference to Telecommunication Industry of Sri Lanka.........................................................................6
3.0 Conclusion.............................................................................................................................................7
4.0 Recommendations.................................................................................................................................7
References...................................................................................................................................................9
Appendices................................................................................................................................................11
Appendix 1............................................................................................................................................11
Appendix 2............................................................................................................................................12
Figure 3.................................................................................................................................................13
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1.0 Introduction
Work-life balance (WLB) is described as the amount of time allocated to occupational compared
to the amount of time allocated to family and personal roles. The need to adopt work-life balance
is attributed to many things. Firstly, the constant changes to which the labor world is subject
have led to an increase in the levels of competence and demands within organizations. This
situation can generate high levels of pressure among its members to become part of the daily
work of these professionals and thus promote the emergence of pathologies such as stress,
depression, insomnia or work addiction (Kazmi & Singh, 2015, p. 1245). Disorders in which the
emotional or psychological factor plays a decisive role, since this circumstance, in the long term,
can create what has been termed as Burnout Syndrome or professional burnout: chronic fatigue
or inefficiency. The consequences of this type of affections are negative both physiological and
cognitive, affecting many aspects of the life cycle of any adult. Most of these situations are
caused by the current rhythm of life, which causes a state of constant activation, the anxiety that
results from this or the non-fulfillment of labor aspirations and long-term objectives.
Companies must have knowledge of the level of satisfaction of their employees and assess their
working conditions (Haider, Jabeen & Ahmad, 2018, p.31). Promoting cooperation, flexibility
and well-being in general should be common practices of organizations (Orkibi & Brandt 2015);
If the worker feels comfortable and carried out psychologically, the quality of their work will
increase and the company will increase their productivity. Generating a healthy work
environment will therefore be beneficial for both parties: the worker will improve in quality of
life and the company in professional performance (Malhotra, Wong & Thind, 2018, p.9). The
paper is designed to review the findings of different studies on the relationship between work-life
balance and the performance of employees. It entails annotation of four studies.
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2.0 Discussion
2.1 Article 1: From flexibility human resource management to employee engagement
and perceived job performance across the lifespan: A multisample study
In this article, the authors wanted to determine whether allowing employees to freedom for their
working lives influence job performance. The article was based on the fact that most
organization apply the concept of work-life balance to achieve employee motivation and
performance. The article focuses on younger generations and older workers. They utilized
theories such as the Lifespan theory of Selection, Optimization, and Compensation (Bal, & De
Lange, 2015, p. 127).
Online surveys were administered to 5189 employees from nine large organizations in the United
States and only 2,210 responded (Bal, & De Lange, 2015, p. 128). Follow-up comprised of 1139
respondents. The availability of flexible practices was measured by asking employees whether
they had access to a range of options. Appendix 1 in the appendices summarizes the questions
asked.
The findings revealed that when human resource management offers flexible work schedules, the
level of engagement of employees increases. Compared to other factors, it was found that age
was responsible for moderating the relationships (Bal, & De Lange, 2015).
The researchers concluded that employees working in organizations with of flexibility HRM feel
that they are cared for and are more likely to perform optimally (Bal, & De Lange, 2015). This is
evidence by assertion:
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